Higher ed HR professionals are challenged with completing the I-9 and E-Verify process for all institutional employees, from faculty to staff and everyone in between. Although the process seems routine, simple errors can lead to government fines of up to $1,100 per employee. At the CUPA-HR Annual Conference and Expo 2015, presenters Dan Schropp, director of university payroll operations for the University of Iowa; Helga Yunker, office manager of HR and payroll for George Mason University; Amy Peck, shareholder for Jackson Lewis, P.C.; and Chad Whittenberg, senior director of product management for Equifax Workforce Solutions shared some tips for successfully (and compliantly!) completing the Form I-9 and E-Verify process.
University of Utah recently put in place a requirement for annual performance reviews for all staff. In order to streamline the process and create strategic alignment, human resources designed an online performance management system. Jeff Herring, chief HR officer at University of Utah, and Andrea Brown-Christensen, the university’s director of service delivery, shared with CUPA-HR annual conference attendees how they did it.
Many problems are easy to solve, but teams must work together to approach campus issues. Here are six problem-solving strategies to implement change.
Although it may sometimes feel like it, human resources doesn’t operate in a bubble. Collaboration and partnerships are crucial to our work and necessary for helping us add value and remain relevant. At the CUPA-HR Annual Conference, Chris Byrd, chief HR officer at University of South Carolina, shared with attendees how the university’s HR organization is working to create strong, long-lasting relationships with strategic partners across campus.
The last thing Karen Briggs, associate vice president and chief human resources officer at San Diego University, expected the institution to receive was an investigation notice from the Office of Civil Rights (OCR). Yet, that’s exactly what happened last spring. At the CUPA-HR Annual Conference and Expo 2015, Briggs shared her insight into OCR investigations, how the university has tackled the monumental task and what other institutions should expect were they to be subject to an investigation.
In its traditional, highly distributed service delivery model, HR and financial services at University of Denver were delivered at the department or unit level with varying levels of quality; policies and processes were inconsistent; and central HR was missing opportunities to provide higher value services because it was mired in inefficient processes. Enter the shared services model.
After years of providing less-than-competitive salaries for faculty, the University of Montevallo recently set out on an endeavor that included collaboration among the finance, academic affairs and human resources departments to improve salaries for its faculty.
Faculty salary data in the 2011-12 academic year for the state of Alabama indicated that Montevallo was seriously behind other public institutions in the state. The university ranked 12th in average salaries for full professors among Alabama’s 14 public institutions and 13th for assistant professors. Associate professors fared worst of all, with the institution ranking last for average salaries of that group.
For years, University of Michigan’s learning and development function was floundering. Low staff morale, low program participation, continuing budget cuts and growing budget deficits made for some tough times for the organization. In 2012, UMich’s HR development team faced a decision – reduce professional development programming even further or rebuild the function entirely. In choosing to rebuild, the team employed five key tactics to operationalize its newly-created business strategy.
On September 11, the Department of Labor’s Office of Federal Contract Compliance Programs (OFCCP) published its final rule implementing President Obama’s April 8, 2014 Executive Order 13665 – Non-Retaliation for Disclosure of Compensation Information. The “pay transparency” rule, as it is known, prohibits federal contractors from discriminating or retaliating against employees and potential employees who share information about their compensation and goes into effect on January 11, 2016.
On August 27, the NLRB issued its decision in Browning-Ferris Industries, vastly expanding the standard for determining when two separate entities are considered “joint employers” of a group of employees under the National Labor Relations Act. The 3-2 decision ruled that the waste recycling company Browning-Ferris Industries (BFI) is a “joint employer” with the staffing firm it hired, Leadpoint Business Services, to run one of its recycling plants, and required BFI to negotiate with the Teamsters union at that facility.